Enduring wellbeing and prosperity relies on the collective ability to nurture our social-economic-environmental life-support system. 

Only by working together can businesses, governments, NGOs and citizens effectively understand and take on the multidimensional challenges and opportunities that result in each achieving long-term success.  What typically stands in the way are vertical organizational structures with hierarchical, command and control systems that operate from rigid strategic plans.

Open networks erase these obstacles and drive wealth creation by capitalizing on different value lenses, promoting free competition of ideas, and linking and leveraging assets to increase efficacy of planning and action to multiply impact.  

What I Do

v  Coach leadership on the rules and processes of strategic action across open networks

v  Map the landscape of stakeholders—needs, expectations, assets

v  Establish platforms for appreciative inquiry and shared learning

v  Steer conversations towards the best ideas and assist in decision-making

v  Catalyze the transformation of ideas into strategic action across open networks

v  Develop synergy among networked assets and manage logistics

v  Create feedback loops that strengthen K-college education and workforce development

I’ve used various strategy development processes to form and steer collaborative open networks and believe that “Strategic Doing,” developed by Ed Morrison, is one of the most effective. Strategic Doing:  The Art and Practice of Strategic Action in Open Networks is distributed under a Creative Commons 3.0 license. 

Each situation is different.  Let’s discuss your needs and ideas.

Tomas A. Beauchamp             Tomas@SharedValue.US                   +1 812-824-6029